AWAKE showcases outstanding academic research in the field of business administration and management.
AWAKE stands for Academic Wisdom And Knowledge Edition
AWAKE supports academic excellence that combines vigour and relevance
CULTURAL BROKERAGE AND CREATIVE PERFORMANCE IN MULTICULTURAL TEAMS
AUTHORS: Jang Sujin
This paper presents a novel theoretical framework of how members of multicultural teams leverage their diverse knowledge to produce creative outcomes.
The author develops and tests a model of cultural brokerage, which she defines as the act of facilitating interactions between actors across cultural boundaries. She finds that team members with multicultural backgrounds engage in cultural brokerage on behalf of monocultural team members. Among multiculturals, “cultural insiders”— those whose cultural background overlaps with other team members’— brokered by integrating knowledge from different cultures, whereas “cultural outsiders”— those whose cultural background has no overlap with any other team members’— brokered by eliciting knowledge from different cultures.Both integrating and eliciting significantly enhanced creative performance at the team level. These findings advance our understanding of the process of creativity in culturally diverse teams.
Walking Through Jelly:Language Proficiency,Emotions, and Disrupted Collaboration in Global Work
Pamela J. Hinds
Catherine Durnell Cramton
In an ethnographic study comprised of interviews and concurrent observations of 145 globally distributed members of nine project teams of an organization, we found that uneven proficiency in English, the lingua franca, disrupted collaboration for both native and non-native speakers. Although all team members spoke English, different levels of fluency contributed to tensions on these teams. As nonnative English speakers attempted to counter the apprehension they felt when having to speak English and native English speakers fought against feeling excluded and devalued, a cycle of negative emotion ensued and disrupted interpersonal relationships on these teams. We describe in detail how emotions and actions evolved recursively as coworkers sought to relieve themselves of negative emotions prompted by the lingua franca mandate and inadvertently behaved in ways that triggered negative responses in distant coworkers. Our results add to the scant literature on the role of emotions in collaborative relationships in organizations and suggest that organizational policies can set in motion a cycle of negative emotions that interfere with collaborative work.